LeadershipHQ

Leadership Ebook

Collection of our Best Leadership Blogs

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Introduction

Bad Leaders are Contagious

Courageous Conversations

Leadership Key to Mental Health

Leadership is Scary

You Suck

10 Tips for Confident Leaders

Leadership Balance

What about YOU?

Table ofContents

Thank you for reading our Ebook. We are thrilled to be sharing it with you.

Leadership. I think we have made it bigger than what is is.

It is not about role or title. It is about attitude, behaviour and mindset.

It is about making a difference.

It is about action. It is about moments. It is about change.

I believe we are all leaders. This is a choice. It is up to you to see yourself asa leader. To act and be a leader. To make a choice everyone on how youcan inspire others to achieve more, to empower others to be more and helpothers learn more.

It is about the Ripple Effect you are creating to make a difference. Focus onthe moments of success and significance you are creating for yourself andothers around you. One Moment.

It is those moments that will make a difference. Those moments which youare leading the way, being the way and leading the world around you.

Let's not make Leadership bigger than it is. Let's focus on how we cancreate moments where we are collectively leading our world.

This Ebook is a celebration and collection of our best blogs to help andinspire you to be the best leader you can be. Together, let's make adifference.

You Rock! Sonia

Sonia McDonald CEO & Founder LeadershipHQ

IntroductionWelcome to LeadershipHQ's Collection of our Best Blogs

There is much talk about great leaders being able to positively affect anorganisation through decreasing turnover of staff, increasing sales…the list goeson and on. But what happens when you have an ineffective leader; does theopposite apply? The answer is quite adamantly, yes.

An ineffective leader has a similar impact on an organisation by spreading theirnegativity throughout. Even if a team senses that their leader is negative andintentionally tries not to mirror their mood, they unconsciously start to adoptcertain practices and the atmosphere changes as a result. And once the harm isdone, even after removal of the negative leader, it can be hard to reverse it.

Bad Leaders are Contagious

We all like to think that we aren’t necessarily influenced by our boss or our leader,but studies show this is not the case. Whether you like it or not, emotions arecontagious, for better or worse.

Our brains are made up of many billions of minute working parts, and neuronsinside our brains make us react and mimic the feelings and emotions of others.Termed appropriately as mirror neurons, those negative feelings are being pickedup by others automatically through their brain. They are automatically processingothers’ outward emotions even before they realise it.

On a positive note, this is great news for leaders struggling to understandwhether they actually make a difference to the team they lead. If you areshowcasing good habits and a positive attitude, then your staff will follow suit.But the same applies to your poor habits; they too will be mimicked by others.

Happiness being contagious seems to be common knowledge. If you come towork and see someone smiling then, chances are you will respond in kind. If youvisit a friend who is happy, then you will leave feeling happier from the visit. Youonly need to do a quick “happy” test to see the results for yourself. Smile at thenext person that you come in contact with and see how quickly it takes for themto smile back. Watch their expression change. A little bit of happiness candefinitely go a long way.

A leader with a bad attitude operates very much in the same way. The negativitycan be a likened to a virus and can spread quickly through an organisation. Theoverall work environment and morale of the team as a whole can be affected withcatastrophic results. One bad apple can, in reality, can spoil the whole barrel. Theobvious solution, then, is to bring your best leadership attitude with you.

Taking the time to stay results focused and developing a positive vision will takeyou and your organisation far. Opt for positive self-talk on a daily basis and projectthe best mental picture you want your team to mirror. When selecting the teammembers you wish to work with, choose people who take a positive approachand don’t rant with negative emotions every time something goes wrong. Peoplewill notice and take the same approach to their daily set of tasks.

Your reach or your influence is greater than you think therefore always representyourself in the best light possible and always act like someone is watching.Because they probably are! If you are awesome, the chances are you team will betoo.

If you want to know more about leadership, emotions and attitude, sign up forour amazing LeadershipHQ Magazine. It showcases leaders, leadership andentrepreneurs from across the Globe - Find out more ind out more HEREHERE!!

Why aren’t we saying what we need or want?

Communication is the key to resolving any and all conflicts, concerns, or even justto clarify things. It’s the foundation that fosters great relationships, whether it isan intimate relationship with the love of your life, or a stranger on the train. If yousuck at communication, you’ve got a big problem

Courageous Conversations

Conversation is what connects us, and in the workplace, it is what binds a team,and moves it towards the best outcome for all involved, in the most productiveway possible.

So why is it we’re not saying what it is we need or want?So why is it we’re not saying what it is we need or want?

There could be a number of reasons we don’t always speak up, or ask for help orsupport. Since the age of about three, we have been determined to beindependent, and many of us don’t like to rely on others for things we ‘should’ beable to do ourselves.

An element of this is that we don’t want to appear ignorant, or worse, stupid. Wehave our reputations to maintain, and believe that if we admit we don’t know orcan’t do something then we’ll be perceived differently. We feel we’reacknowledging we have flaws and faults and exposing them leads us to feelingvulnerable.

The most courageous act is still to think for yourself. Aloud. CocoChanel

The reverse is also true; that we often don’t speak up and address concerns wehave in others because we don’t want to upset them or hurt their feelings. Weworry they’ll feel silly, or that we think less of them.

The result is we skirt around some conversations and leave a lot unsaid. Moreoften than not, it is what’s not communicated that causes the greatest confusionand biggest problems. These are the things that explode in your face when youleast expect it – and that’s not fun.

Having the courageous conversations is essential, for the outcome of the projectas well as for the individuals in the team. There are two, overarching conversationshere; the one where you ask for what you need, and the one where you say whatneeds to be said.

In any project with a team, there are people who are experts or specialists incertain areas. This is why you have a team; to ensure that all elements of theproject are tended to by someone who knows what they’re doing.

It’s okay that you don’t know everything, or you’re unfamiliar with the waysomething works. If you need a simpler explanation, or someone to show youhow it works, then the conversation is not only worthwhile, it’s vital.

It also shows your team that you’re human, and is another way of acknowledgingteam members. Remember, vulnerability is a leadership strength!

Where an individual is struggling, complaining, or appearing negative or resentfulis where the conversations really need to happen. These ones are often moredifficult, and open up the doors for some significant conflict.

Going into these conversations requires the ability to set aside any emotion, andjudgement. There are always two sides to a story, and everyone will have theirown perspective based on an infinite number of factors. Often, it is a case ofmiscommunication, or misinterpretation, being unclear about roles andresponsibilities, or feeling unappreciated.

It can be cleared up with an unbiased, emotion-free discussion that focuses onfacts, and sets about creating clarity.

This is important when dealing with a person who’s struggling, or continually failsto understand work or meet deadlines. This conversation must happen, because inmany cases, they simply don’t want to ask for help. They don’t want to appearignorant or stupid, and if no one says anything to them, they think they’re gettingaway with it. The hardest conversation there is when you have to let them go fornon-performance, and they aren’t even aware they’ve been failing.

Be courageous, speak up, and minimise the inevitable hurdles that managing aproject and leading a team will throw in your path. You can do it.

Leadership Key to Mental Health was the heading of an article I read recently inthe Sydney Morning Herald by Jan-Louise Godfrey. I agree.

Before I explain why I agree and what we can do about it; I am going to share astory. Recently I have had someone very close to me experiencing mental healthissues. It is debilitating and heartbreaking. Yesterday I spoke to a remarkableleader about his anxiety, stress and mental health. Last week I met with apotential client of leading financial institution who told me her concerns withinthe business around mental health. Last year my mentor spoke at our LeadersEngaging Diversity event in front of 100 people about mental health and hisjourney. Mental health is a disability.

Leadership Key to Mental

Health

We need to talk about it. It is not a stigma. Leaders let’s have the conversations.

"Sometimes I don't know what is worse, living in a state of panic orliving with other people's attitudes about it."

I love the work Beyond Blue is doing in Mental Health. Did you know; depressionis the leading cause of disability worldwide. In Australia, it's estimated that 45 percent of people will experience a mental health condition in their lifetime. In anyone year, around 1 million Australian adults have depression, and over 2 millionhave anxiety. While depression and anxiety are different conditions, it's notuncommon for them to occur at the same time. Over half of those who experiencedepression also experience symptoms of anxiety. In some cases, one can lead tothe onset of the other. This is incredible.

"1 in 4 people, like me, have a Mental Health problem. Many more havea problem with that." Stephen Fry

Jan-Louise Godfrey mentioned in the Sydney Morning article – “Economicuncertainty, increased competition, ambiguity, the ‘war for talent’ – all drive tocreate workplace pressures and, as a consequence, stress has become part of theworkplace vernacular.”

“Stress can be experienced as a result of excessive workload, lack of autonomy,office politics, bullying and poor relationships with colleagues and managers. TheAustralian Psychological Society ‘Stress and Wellbeing in Australia Survey 2013’revealed that almost half of the respondents reported workplace issues as a sourceof stress.”

The success of a creating and maintaining a psychological healthy workplace relieson leadership and it’s leaders. Leadership matters. Think about it, we have all beenpart of an organisation where the manager “sucks”, the team is ineffective or theculture is toxic. This causes stress, anxiety and can cause mental health issues. Thisis WHY we leave managers or we could potentially have stress and anxiety.

An interesting review of organisational health research by Cotton & Hart publishedin Australian Psychologist mentioned the importance of a positive culture andwork environment; one that involves providing reward and recognition,communicating expectations and demonstrating the link between an employee’srole and purpose and strategic goals.

Strong leaders are able to create a place where people feel motivated andempowered, have autonomy in their roles and come together as a team toinnovate, create and collaborate. Ultimately leaders are able to influence and driveorganisational climate and culture and this plays a pivotal role in fosteringwellbeing and health.

In turn leaders must be able to tap into how their people are feeling and they needto be having the conversations. We must equip and teach our leaders aroundleadership mindset, effective communication and resilience as well as leadershipcapabilities. Also awareness of who they are as leaders and those around them.We need them to be leaders. This takes confidence, tools and developingcapability.

What can we do to minimise or prevent mental health?

Show we take mental health seriouslyBe understanding when a member discloses that they have a mental healthissue or are experiencing some difficultiesBe aware of signs around employees who are demonstrating mental healthsuch as;

1. Frequent late arrivals2. Excess use of sick or personal time3. Patterns in the days of absence or ineffectual job performance – e.g. on

Mondays or Fridays4. Decreased productivity5. Disorganisation; untidy workspace or spasmodic work patterns6. Increased accidents, injuries or safety problems

Demonstrate that we value our members and recognise their performance andachievements – say thank you!Ability to have courageous conversations around performancePromote collaborative decision makingClearly define responsibilities and tasksEnsure workload is in line with their capabilities. If not, put together adevelopment or coaching plan.Promote balance in work and life – and lead by example.Provide professional development and ensure that they feel resourced andable to do their work.Create an environment where people feel valued and heard. Listen.Ensure people are treated fairly (this is vital for the brain) and with respect andcreate an environment that demonstrates that bullying, harassment anddiscrimination are NOT tolerated.Provide opportunities for social interaction amongst team. Remember thebrain is a social organ and we are built for connection.Make everyone not only be safe, but feel safe.

As a leader, how can you talk to someone in your team about mental health? Hereare a few high level suggestions...

1. Identify your concerns in a private and confidential meeting (this needsplanning with the assistance from a professional or HR)

2. Make sure you are showing empathy and actively listening3. Review privacy obligations4. Discuss solutions in collaboration5. Follow up and provide support

Can I tell you what keeps me up at night, it is the capability and mindset of theleaders I work with; coach and educate. Are leaders being thrown into the deepend without the skills, tools or mindset to lead? In turn, these people today areleading change constantly, managing restructures and redundancies; as well asdealing with politics and people.

Are we equipping them with the skills and confidence to lead? Are we coachingthem in resilience and how to deal with people with mental health issues? Do ourleaders have the ability to lead people who will at times suffer from stress, anxietyand mental health issues due to struggles either at work or home?

Are we building leaders who are able to motivate, empower and build greatteams, environments and cultures which are aligned to our organisational andstrategic goals? Are we building leaders?

If this is keeping you up at night, please contact me personally for help or advice atinfo@leadershiphq.com.au. Mental Health is a not a stigma. It is a real disabilityand we can lead the way, just ask for help.

Remember all it takes is a “R U OK?”

Leadership is Scary. No this isn't a Stephen King type article on Leadership...noscary music or creeping up on you when you least expect it - now there is a movieidea!

Scary? Thing it doesn’t have to be…

“Courage is being scared to death, but saddling up anyway.” John Wayne“Courage is being scared to death, but saddling up anyway.” John Wayne

I see, work, hear and feel leadership everyday. I don’t even think we know we areleaders or leading. But we are.

Leadership is Scary

I think we have made leadership bigger than what is it. We see the likes of Gandhi,Martin Luther King Jnr, Steve Jobs, Richard Branson, Brene Brown or ElizabethBroderick (I could name plenty more) who are all iconic leaders to me and what Ithink leadership is about.

I am not achieving great things or lead amazing causes, so I am not a leader. Idon’t have a CEO or Manager in my title therefore I am not a leader. Sure achievinggreat things, standing up for powerful causes, and being a CEO is scary stuff. Mindyou I have met plenty of CEOs are not leaders – keep that one in mind!

Leadership isn’t about title. Leadership is about action. It is about behaviour,attitude and mindset. Leadership is about making a difference to others! Some ofthe best leaders in my life have empowered me in small ways.

"If your actions inspire others to dream more, learn more, do more and become"If your actions inspire others to dream more, learn more, do more and becomemore, you are a leader." more, you are a leader." John Quincy AdamsJohn Quincy Adams

I have worked with and coached thousands of leaders who did not seethemselves as leaders, but they are. It is the little things; I called them Lollipopmoments.

Please watch the TED Talk Lollipop Leadership – in 5 minutes you will change yourframe on how you see yourself.

You might think Leadership is scary, but its not. This is what leadership means tome -

Leaders can be MadeMade! Bring it on!Knowing your Leadership StoryStory and owning those moments in your life whereyou have demonstrated leadership and also who has made a difference to whoyou are today?Being AuthenticallyAuthentically YOU! Huge fan of Authentic Leadership. They are groundedand humble. They are the same person at home; work, in the community –everywhere.Self AwarenessSelf Awareness is the KEY – knowing who you are. Strengths, motivators,talents, passions, triggers and weaknesses. What are they? Think about toolsyou can use to find this out – we have plenty!Leadership is about OthersOthers. Empowering, inspiring and coaching others to lead.Great Leaders surround themselves with their TribeTribe. Those people who areadvisors, mentors, and supporters. They know you inside out; they are willingto give you honest feedback. Yes honest!Leaders are Self TaughtSelf Taught. Always keep your mind open to learning, growing andchanging.Leadership is about CourageCourage and FailureFailure. Have the courage to be seen, make adifference and be vulnerable. It is okay to fail. Don’t let the fear of failure stopyou from stepping up. Own up when you stuff up. Learn from your failures andmistakes – and get back up.Leadership is about IntegrityIntegrity. Leading By example. Not saying one thing anddoing another.Leadership is about trusting yourself and building Trust Trust with those around you.Finally, always focus on your WHYWHY. Why do you do what you do, your purpose,your passions.

Scared? Feel the fear. Jump. Do it. Leadership is about Courage. Yes at times beinga leader or leading is scary. Life is scary. Don’t you want to look back on your lifeand say to yourself, I lived it with courage and I was the best leader I could be?

It doesn’t have to be scary. When I look back on my story and experiences, I amwho I am today as a leader because of them not despite them.

I want you all to reflect on yours, your leadership experiences and stories. Ownthem. Share them. And keep building on them.

Don’t make Leadership bigger than it is. You are a leader. You have got this.

Be brave, be courageous – and lead.

Leadership is magnificent. And so are YOU.

Want to know MORE about Leadership and becoming the Leader YOU want to be.Sign up for our FREE Leadership eCourse - Register HERE!

Recently I was reading an article in the Australian Financial Review on Leadershipfor those at the Top. It truly resonated with me.

Why; just because you are at the top does not mean you are a leader or you areimpervious to help.

Time after time, I meet with leaders and organisations and they constantlycomplain about the level of skills, awareness and capability of their leaders andleadership. Basically they suck. How many times have you worked with a managerand they just suck as a leader. They are just so bad that you wish you could scream– YOU SUCK! Most of us don't leave organisations, but managers.

You Suck

They just don’t get people, maybe they lack emotional intelligence and they justdon’t know how to lead, inspire, engage or motivate those around them.

Think about how much this is costing you and your organisation having managerswho suck!

If you are reading this and agreeing with me, don’t forget to look at yourself in themirror; you could also be one of them.

I am sure you have worked with or encountered those managers who have madeit to the top or into a role where they really suck. I have. Well do something aboutit. Some of us do have a natural ability to shine as a leader, a lot of us don’t. In turnput yourself in their shoes; leading and managing people is hard work, so you tryand be patient and also give them some credit.

Why do you think there are over 63,000,000 results when you type into Google –Leadership? There is an art and science to leadership - and we can learn it. It is upto YOU.

The key to this leadership stuff is self-awareness and self-actualisation. The onlyway you will be a leader, or even a great leader is to look at yourself in the mirror.

In turn, why would anyone follow you? Who are you as a leader? How are youinspiring and motivating others?

Think about Michael Cheika who is the coach of the Wallabies. He doesn’t teachthem how to play rugby but he inspires them to believe in themselves.

I do the same with my leaders. I first and foremost give them the confidence andself awareness to see themselves and know who they are as a leader. Ultimately Iinspire and motivate them to believe in themselves. Teaching, facilitating andgiving them the skills and capabilities to become a leader becomes secondary.

I find out what are their strengths, purpose, values, triggers and their why. Iinspire them to be the best they can be – and this takes time, change, hard workand commitment. I am sure Michael knows who he is and his why - and makessure he knows his team’s strengths and talents – and their motivators.

You might work with someone who sucks, but remember the only person you canchange or control is you! Be the best leader you can be and focus on this.

Great leaders also lead with authenticity, integrity and are great communicatorsand they understand what it takes to drive a great culture. They ultimately lead byexample. They get what motivates everyone – and balances results with caring forthose around them. Great leaders are always learning as they have a learningmindset.

So go out there; read books, articles or blogs (I can recommend plenty!), find amentor or coach – like us, attend a leadership program - we have awesome ones,listen to blogs or subscribe to Leadership magazines like OURS or HarvardBusiness Review – there is so much out there to help you be a great leader.

Leaders can be made.

Are you ready to look in the mirror and lead!

PS If you really want to help them, I have just the leadership article you caninconspicuously put on their desk! Contact us at info@leadershiphq.com.au

Or find out about our amazing Leadership Accelerator Coaching Program whereyou will have your own One on One Coach!

Being a leader can take a lot of courage and putting yourself out there. You’re notonly expected to produce an extraordinary outcome, but take a diverse group ofpeople along with you. On top of that, your team is also expected to perform andproduce, and work closely and collaboratively.

Your team members rely on you for decision making, taking the right steps, and,ultimately, leading them to success. However, if they have a moment of doubtabout your abilities, or sense you’re unsure, you’ll lose their respect, and quitepossibly their desire to put in the required effort.

10 Tips for Confident Leaders

You’re already a leader, though, so it isn’t much of a step from there to commandrespect and appear confident.

Here are the top ten tips for being a confident leader!

It’s not personal.It’s not personal. If something goes wrong, or one of the team is frustrated ordisgruntled, it’s not about you. As a leader, you’ll be the sounding board foryour team, and at times this can get a little uncomfortable. It may even soundpersonal, however it rarely, if ever, is.There are no favourites.There are no favourites. If you have a truly diverse team, you’re likely toexperience conflicts and clashes. It’s important to hear out both sides equally,and feedback the concerns without emotion, and without favouritism. Even ifyou agree vehemently with one member, being neutral is essential.Make decisionsMake decisions. Confident leaders are those who can think quickly underpressure, and call the shots when required. It is not so much the decision youmake, but the indecisiveness that causes you to look unsure and shaky. Dosomething; don’t leave the team in limbo.Acknowledge achievements.Acknowledge achievements. Even the little wins can have a big impact on theteam, so it’s important to recognise these milestones. Just as importantly,acknowledge individuals for their contributions and efforts, as well as the teamas a whole.Credit where credit is dueCredit where credit is due. There’s nothing worse than someone taking thecredit for the hard work you’ve done. It’s a good way to lose all the respect andtrust you may have had for them. As a leader, you’re likely to be the oneacknowledged for the overall output or the success of the project. Averageleaders accept the praise; great leaders give credit where the credit is due.Responsibility and AccountabilityResponsibility and Accountability. Leaders will accept responsibility and beaccountable for all that happens. If things go well, of course, they’ll distributethe credit. When things don’t go so well, a confident leader will work out whatwent wrong. Was it their communication, the decision they made, the systemthey set up that contributed to the issue? Then they go about fixing it.Communicate honestlyCommunicate honestly. This is where a confident, competent leader reallycomes into their own. They don’t try to appear as though everything is runningsmoothly, and will ask for input or ideas when needed. If one of the team isn’tperforming, they support them while they discuss the reasons behind the lackof performance. Honest communication combined with genuine support willget your team out of almost any negative situation it encounters.

RespectRespect. . Leaders understand that this goes beyond valuing a person’s positionor perspective, and involves their individual circumstances and needs. Theyaren’t frustrated by a person’s need to learn in a certain way, or their need toleave early to care for a family member. They’ll also ensure that the rest of theteam adopts this same attitude towards all team members.Trust their instinctsTrust their instincts. It’s this trait that allows a leader to make decisions quicklyand efficiently. They not only have a highly developed sense of ‘gut feel’ butknow it is essential that they listen to and follow it.Don’t Lead to be LikedDon’t Lead to be Liked. Good leaders honestly don’t care if you like them ornot. They’re there for the success of the project, not necessarily make newfriends. Like the first point, none of this is personal, and they’re not doing thisbecause they need more friends, or need more people to like them.

Confident leaders don’t need the approval of anyone. Confident leaders are aboutwhat they give, and how that comes across, not what they’re getting out of it. Ifyou would LOVE to be the confident leader you want to be - and it's aboutconfidence and self belief first and foremost.

Want to be a confident leader; just email us at info@leadershiphq.com.au

Life is full of conflicting priorities, or at least modern life is.

We want it allit all, we expect it allit all, and the world around us also expects us to be it allit all.Or that’s how it seems.

We often talk about leadership balance in terms of work life and home life. Butthere’s more to leadership balance than that. There’s the component which needsyou to balance the now with the future – not just for your sake, but for your team.It’s called ‘being in the moment’ or being ‘present’. It’s about being in themoment, and being flexible in ever changing environments with increasinglycompeting priorities.

Leadership Balance

When I am anxious it is because I am living in the future. When I amWhen I am anxious it is because I am living in the future. When I amdepressed it is because I am living in the past. – Author unknown.depressed it is because I am living in the past. – Author unknown.

Being present, and creating real connections with those around you will make youstand out as a leader. This isn’t a new concept in leadership. When people describetheir meetings with Oprah Winfrey, it’s often said that she makes you feel like youare the only person in the room. This is presence, this is being in the moment.

Bigger than the one on one connections, this strategy encourages, being mindfulin leadership and seeking that balance has a greater effect than just relationshipbuilding.

When you are faced with high pressure situations and moving goal posts, it can beeasy to get caught up in worst case scenarios in your head, which take away yourfocus and shift your mindset in a direction that isn’t helpful.

Forever is composed of nows. Forever is composed of nows. ― Emily Dickinson Emily Dickinson

Being in the moment can be a hard concept to define, so let’s consider theopposite and the negative consequences to better describe the benefits. Schedulea lunch with your friend to celebrate their birthday, on the same day as a meetingwhen you are giving a presentation to the Board or potential new investors. Canyou focus on the person in front of you? Are you present? Highly unlikely.

This is where balance comes in. There are going to be times when you cannotavoid scheduling two conflicting and special events on the one day. It’s sometimesunavoidable, and you can manage these best you can.

But where you have control and choice, try to avoid this wherever possible if youwant the best outcome. Don’t undertake team performance reviews in the sameweek your daughter has a dance recital for example, or schedule majorpresentations the week after an unavoidable break from work due to familycommitments.

There will be times when your personal life needs to take precedence and thebalance is skewed. There might be a large family event, or your child isundertaking major exams, or someone you care for is unwell. Where possible wepull back at work, consciously or not, as our focus is elsewhere. This is ok, ifmanaged well and communicated with your team if appropriate. You may be ableto delegate or postpone task in this time, or give a co-worker an opportunity tostep up and learn new skills in your absence. If assistance is required then seek it.This is a leadership strength in itself.

Alternatively, your business life will sometimes consume your time and thoughts,due to a massive project or deadline. The roll out or launch of a new product orservice, or a massive industry shift that changes the landscape and future, forexample. When these kinds of events occur it’s going to be near impossible tofocus on much else, and you may need extra support and understanding in yourpersonal life to balance the conflicting priorities. Once again, communicate andask for help. Give those around you extra responsibility and a learning opportunity,or employ some domestic or home support if you can.

You can’t be all things to all people all of the time. No one else expects this of you,nor should you expect this of yourself!

Self-awareness, being mindful and in the moment, is not just an essentialleadership skill, it’s potentially the most important. Practice the skill and shift thescales in your favour, for the benefit of all the teams you lead.

Listen to our fantastic podcasts on a great range of topics and empower yourselftoday to be a leader! Listen HERE.

What about YOU?Leadership is about YOU. What can you do to make a difference?

Take ONE Moment to think about this.

LeadershipHQ can help YOU be the Best Leader can be and build the bestleadership within your organisation, team and for yourself.

Great Leadership means Great Results.

Contact the Team TODAY at info@leadershiphq.com.au or 1300 719 665 tofind out MORE.

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